Modern Management: Concepts and Skills

by Certo, Samuel C; Certo, S Trevis

• ISBN13: 9780131494701
• ISBN10: 0131494708
• Edition: 10th
• Format: Paperback
• Copyright: 2009-01-01
• Publisher: Pearson College Div

Summary

This book provides a comprehensive, flexible approach to the basic skills of business management with an emphasis on skills and applications. It presents traditional concepts, important contemporary issues, and timeless insights into applying management know-howall toward the goal of achieving organizational success. Built around the concept of "Core Plus" - a core of chapters covered in most courses, surrounded by a rich selection of optional chapters - enabling flexibility in the way the text is used.Management History, Operations Management, Information Technology in Management, and Creativity and Innovation in Management.For managers at all levels.

Table of Contents

Preface	xv
Acknowledgments	xxii
Part One Introduction to Management	2	(46)
Modern Management: Skills for Success	2	(24)
Introductory Case: Lands' End Management Learning How to Use the Web	3	(1)
The Importance of Management	4	(1)
The Management Task	4	(7)
The Role of Management	7	(1)
Defining Management	7	(1)
The Management Process: Management Functions	7	(2)
Management Process and Goal Attainment	9	(1)
Management and Organizational Resources	9	(2)
The Universality of Management	11	(1)
The Theory of Characteristics	12	(1)
Management Careers	12	(4)
A Definition of Career	12	(1)
Career Stages, Life Stages, and Performance	12	(2)
Promoting Your Own Career	14	(1)
Special Career Issues	15	(1)
Management Skill: The Key to Management Success	16	(2)
Defining Management Skill	16	(1)
Management Skill: A Classic View	16	(1)
Management Skill: A Contemporary View	17	(1)
Special Features for the Remaining Chapters	18	(3)
Highlights	19	(1)
How the Pros Do It	20	(1)
Management Skills Portfolio	21	(5)
Understanding Management Concepts	21	(1)
Action Summary	21	(1)
Applying Management Concepts	22	(1)
Skills Exercises	22	(1)
Cases	23	(1)
VideoNet Exercise	24	(2)
Managing: History and Current Thinking	26	(22)
Introductory Case: Management Challenges at Burger King	27	(1)
The Classical Approach	28	(6)
Lower-Level Management Analysis	28	(4)
Comprehensive Analysis of Management	32	(2)
How the Pros Do It: Comprehensive Management Analysis Skill at British Airways	34	(1)
Limitations of the Classical Approach	34	(1)
The Behavioral Approach	35	(2)
The Hawthorne Studies	35	(1)
Recognizing the Human Variable	36	(1)
The Human Relations Movement	36	(1)
The Management Science Approach	37	(2)
The Beginning of the Management Science Approach	37	(1)
Management Science Today	38	(1)
Characteristics of Management Science Applications	38	(1)
The Contingency Approach	39	(1)
The System Approach	39	(3)
Information Today: easyEverything Internet Cafe Opens in New York	39	(1)
Types of Systems	40	(1)
Systems and ``Wholeness''	40	(1)
The Management System	40	(1)
Information for Management System Analysis	41	(1)
Learning Organization: A New Approach?	42	(1)
Management Skills Portfolio	43	(5)
Understanding Management Concepts	43	(1)
Action Summary	43	(2)
Applying Management Concepts	45	(1)
Skills Exercises	45	(1)
Cases	46	(1)
VideoNet Exercise	47	(1)
Part Two Modern Management Challenges	48	(84)
Corporate Social Responsibility and Business Ethics	48	(30)
Introductory Case: IBM Uses Web Site to Promote Social Responsibility Goals	49	(1)
Fundamentals of Social Responsibility	50	(2)
The Davis Model of Corporate Social Responsibility	50	(2)
Areas of Corporate Social Responsibility	52	(1)
Varying Opinions on Social Responsibility	52	(1)
Across Industries: Food Processing---Endangered Species Chocolate Company Protects Threatened Animals	52	(4)
Conclusions About the Performance of Social Responsibility Activities by Business	53	(3)
The Global Arena: Maxell Sensitive to the Global Environment	56	(1)
Social Responsiveness	57	(3)
Determining If a Social Responsibility Exists	57	(1)
Social Responsiveness and Decision Making	57	(2)
Approaches to Meeting Social Responsibilities	59	(1)
Social Responsibility Activities and Management Functions	60	(5)
Planning Social Responsibility Activities	60	(2)
Organizing Social Responsibility Activities	62	(1)
Influencing Individuals Performing Social Responsibility Activities	63	(1)
Controlling Social Responsibility Activities	63	(2)
How Society Can Help Business Meet Social Obligations	65	(1)
Business Ethics	66	(5)
A Definition of Ethics	66	(1)
Why Ethics Is a Vital Part of Management Practices	66	(1)
A Code of Ethics	67	(1)
Creating an Ethical Workplace	68	(2)
Following the Law: Sarbanes---Oxley Reform Standards	70	(1)
How the Pros Do It: Constructing an Ethical Organization at Pricewaterhouse Coopers	71	(1)
Management Skills Portfolio	72	(6)
Understanding Management Concepts	72	(1)
Action Summary	72	(2)
Applying Management Concepts	74	(1)
Skills Exercises	74	(1)
Cases	75	(1)
VideoNet Exercise	76	(2)
Management and Diversity	78	(26)
Introductory Case: Advantica Making Great Strides in Building a Diverse Company	79	(1)
Defining Diversity	80	(1)
The Social Implications of Diversity	80	(1)
Advantages of Diversity in Organizations	81	(2)
Gaining and Keeping Market Share	81	(1)
Cost Savings	81	(1)
Increased Productivity and Innovation	82	(1)
Better-Quality Management	82	(1)
Diversity Counts: General Electric Values Global Sensitivity	83	(1)
Challenges That Managers Face in Working with Diverse Populations	83	(3)
Changing Demographics	83	(2)
Ethnocentrism and Other Negative Dynamics	85	(1)
The Global Arena: AT&J Connects the World	86	(2)
Negative Dynamics and Specific Groups	86	(2)
Strategies for Promoting Diversity in Organizations	88	(2)
Promoting Diversity through Hudson Institute Strategies	88	(1)
Promoting Diversity Through Equal Employment and Affirmative Action	89	(1)
How the Pros Do It: Building Affirmative Action Programs at IBM	90	(4)
Promoting Diversity through Organizational Commitment	91	(2)
Promoting Diversity through Pluralism	93	(1)
The Role of The Manager	94	(5)
Planning	95	(1)
Organizing	95	(1)
Influencing	95	(1)
Controlling	96	(1)
Management Development and Diversity Training	96	(3)
Management Skills Portfolio	99	(5)
Understanding Management Concepts	99	(1)
Action Summary	99	(1)
Applying Management Concepts	100	(1)
Skills Exercises	100	(1)
Cases	101	(1)
VideoNet Exercise	102	(2)
Managing in the Global Arena	104	(28)
Introductory Case: Wal-Mart Goes to Japan	105	(1)
Managing Across the Globe: Why?	106	(1)
Fundamentals of International Management	106	(2)
Categorizing Organizations by International Involvement	108	(5)
Domestic Organizations	108	(1)
International Organizations	108	(1)
Multinational Organizations: The Multinational Corporation	109	(1)
Defining the Multinational Corporation	109	(2)
Complexities of Managing the Multinational Corporation	111	(1)
Risk and the Multinational Corporation	111	(2)
Diversity Counts: Women in the Global Arena at Prudential Financial	113	(2)
The Workforce of Multinational Corporations	114	(1)
How the Pros Do It: Managing a Multinational Workforce at Chubb & Son, Inc.	115	(1)
Management Functions and Multinational Corporations	116	(7)
Planning in Multinational Corporations	117	(3)
Organizing Multinational Corporations	120	(2)
Influencing People in Multinational Corporations	122	(1)
Controlling Multinational Corporations	123	(1)
Across Industries: Automobile Manufacturing---Controlling at Multinational Nissan Motor Company	123	(2)
Transnational Organizations	124	(1)
International Management Special Issues	125	(2)
Maintaining Ethics in International Management	125	(1)
Preparing Expatriates for Foreign Assignments	126	(1)
Management Skills Portfolio	127	(5)
Understanding Management Concepts	127	(1)
Action Summary	127	(1)
Applying Management Concepts	128	(1)
Skills Exercises	128	(1)
Cases	129	(2)
VideoNet Exercise	131	(1)
Part Three Planning	132	(94)
Principles of Planning	132	(22)
Introductory Case: Sound Planning at Volkswagen?	133	(1)
General Characteristics of Planning	134	(2)
Defining Planning	134	(1)
Purposes of Planning	134	(1)
Planning: Advantages and Potential Disadvantages	135	(1)
Primacy of Planning	135	(1)
Ethics and Social Responsibility: Ethics and Social Responsibility Planning at Ford Motor Company	136	(1)
Steps in the Planning Process	137	(1)
The Planning Subsystem	137	(2)
Organizational Objectives: Planning's Foundation	139	(2)
Definition of Organizational Objectives	139	(2)
Areas for Organizational Objectives	141	(1)
Information Today: Internet Trend Causes Sega to Alter Objectives: A Classic Example	142	(1)
Working with Organizational Objectives	142	(2)
Guidelines for Establishing Quality Objectives	144	(1)
Management by Objectives (MBO)	144	(2)
Factors Necessary for a Successful MBO Program	145	(1)
MBO Programs: Advantages and Disadvantages	145	(1)
Planning and the Chief Executive	146	(1)
Final Responsibility	146	(1)
How the Pros Do It: CEO O'Neal Plans at Merrill Lynch	147	(1)
Planning Assistance	148	(1)
The Planner	148	(2)
Qualifications of Planners	148	(1)
Evaluation of Planners	149	(1)
Management Skills Portfolio	150	(4)
Understanding Management Concepts	150	(1)
Action Summary	150	(1)
Applying Management Concepts	151	(1)
Skills Exercises	151	(1)
Cases	152	(1)
VideoNet Exercise	153	(1)
Making Decisions	154	(22)
Introductory Case: Toys R Us Chief Makes Tough Decisions	155	(1)
Fundamentals of Decisions	156	(2)
Definition of a Decision	156	(1)
Types of Decisions	156	(1)
The Responsibility for Making Organizational Decisions	157	(1)
Information Today: Nestle USA, Inc. Uses Internet to Speed Up Decisions	158	(3)
Elements of the Decision Situation	159	(2)
The Decision-Making Process	161	(3)
Identifying an Existing Problem	161	(1)
Listing Alternative Solutions	162	(1)
Selecting the Most Beneficial Alternative	162	(1)
Implementing the Chosen Alternative	163	(1)
Gathering Problem-Related Feedback	163	(1)
Decision-Making Conditions	164	(1)
Complete Certainty Condition	164	(1)
Complete Uncertainty Condition	164	(1)
The Global Arena: Bechtel Company Assesses Risk in Deciding to Help Rebuild Iraq	165	(1)
Risk Condition	165	(1)
Decision-Making Tools	165	(3)
Probability Theory	166	(1)
Decision Trees	166	(2)
Group Decision Making	168	(1)
Advantages and Disadvantages of Using Groups to Make Decisions	168	(1)
How the Pros Do It: Encouraging Creativity in Group Decision Meetings at Added Value	168	(3)
Processes for Making Group Decisions	169	(2)
Management Skills Portfolio	171	(5)
Understanding Management Concepts	171	(1)
Action Summary	172	(1)
Applying Management Concepts	172	(1)
Skills Exercises	173	(1)
Cases	173	(2)
VideoNet Exercise	175	(1)
Strategic Planning	176	(26)
Introductory Case: Barnes & Noble's New Strategy: Publishing Books	177	(1)
Strategic Planning	178	(3)
Fundamentals of Strategic Planning	178	(1)
Strategy Management	178	(3)
Information Today: Web Allows Managers to Spot Environmental Trends	181	(2)
How the Pros Do It: Analyzing the Environment at El Nuevo Dia	183	(3)
Ethics and Social Responsibility: McMurry Publishing Values Code Includes Social Responsibility	186	(8)
Tactical Planning	194	(1)
Comparing and Coordinating Strategic and Tactical Planning	194	(1)
Planning and Levels of Management	195	(1)
Management Skills Portfolio	196	(6)
Understanding Management Concepts	196	(1)
Action Summary	196	(1)
Applying Management Concepts	197	(1)
Skills Exercises	198	(1)
Cases	199	(1)
VideoNet Exercise	200	(2)
Plans and Planning Tools	202	(24)
Introductory Case: Ford Plans to Improve the Explorer	203	(1)
Plans: A Definition	204	(1)
Dimensions of Plans	204	(1)
Ethics and Social Responsibility: Toyota Uses Philanthropy Plan to Take Aim at General Motors	204	(4)
Types of Plans	206	(2)
Information Today: Federal Trust Bank Establishes Rules for Using E-mail	208	(2)
Why Plans Fail	208	(1)
Planning Areas: Input Planning	208	(2)
The Global Arena: Shell Picks Global Customer Center Sites	210	(2)
Planning Tools	212	(3)
Forecasting	212	(3)
How the Pros Do It: Forecasting at Krispy Kreme	215	(5)
Scheduling	216	(4)
Management Skills Portfolio	220	(6)
Understanding Management Concepts	220	(1)
Action Summary	220	(1)
Applying Management Concepts	221	(1)
Skills Exercises	221	(1)
Cases	222	(2)
VideoNet Exercise	224	(2)
Part Four Organizing	226	(98)
Fundamentals of Organizing	226	(24)
Introductory Case: Sony Organizes for Success	227	(1)
A Definition of Organizing	228	(3)
Fayol's Guidelines	228	(1)
The Importance of Organizing	228	(1)
The Organizing Process	229	(1)
The Organizing Subsystem	230	(1)
Classical Organizing Theory	231	(5)
Weber's Bureaucratic Model	232	(1)
Structure	232	(4)
The Global Arena: McDonald's Organizes by Global Territory	236	(1)
How the Pros Do It: Improving Organization Structure at Women's Health, Obstetric, and National Nurses Association	237	(6)
Division of Labor	238	(1)
Span of Management	239	(3)
Scalar Relationships	242	(1)
Across Industries: Health Care---Circular Organization Chart at Our Lady of the Way Hospital	243	(1)
Management Skills Portfolio	244	(6)
Understanding Management Concepts	244	(1)
Action Summary	244	(1)
Applying Management Concepts	245	(1)
Skills Exercises	246	(1)
Cases	247	(1)
Video Net Exercise	248	(2)
Responsibility, Authority, and Delegation	250	(24)
Introductory Case: Hugger Mugger Faces Organizing Challenges	251	(1)
Responsibility	252	(1)
The Job Description	252	(1)
Dividing Job Activities	252	(1)
Information Today: Information Systems Job Descriptions Focus More on Internet	253	(3)
Clarifying Job Activities of Managers	254	(2)
Authority	256	(3)
Authority on the Job	256	(1)
Acceptance of Authority	256	(1)
Types of Authority	257	(2)
Ethics and Social Responsibility: General Electric Staff Organizes Renovation	259	(3)
Accountability	261	(1)
Delegation	262	(5)
Steps in the Delegation Process	262	(1)
Obstacles to the Delegation Process	262	(1)
Eliminating Obstacles to the Delegation Process	263	(1)
Centralization and Decentralization	264	(3)
How the Pros Do It: Decentralizing at ACE Ltd.	267	(1)
Management Skills Portfolio	268	(6)
Understanding Management Concepts	268	(1)
Action Summary	269	(1)
Applying Management Concepts	270	(1)
Skills Exercises	270	(1)
Cases	271	(1)
VideoNet Exercise	272	(2)
Managing Human Resources	274	(24)
Introductory Case: Cisco Works Hard to Retain Best and Brightest Employees	275	(1)
Defining Appropriate Human Resources	276	(1)
Steps in Providing Human Resources	276	(6)
Recruitment	276	(6)
Diversity Counts: The National Football League Fights Image of Discrimination	282	(3)
Selection	283	(2)
How the Pros Do It: Selection Skill at Toyota	285	(5)
Training	286	(4)
Across Industries: Furniture Manufacturing---Training Is Critical at Keller Manufacturing	290	(2)
Performance Appraisal	290	(2)
Management Skills Portfolio	292	(6)
Understanding Management Concepts	292	(1)
Action Summary	293	(1)
Applying Management Concepts	294	(1)
Skills Exercises	294	(1)
Cases	295	(1)
VideoNet Exercise	296	(2)
Organizational Change and Stress	298	(26)
Introductory Case: Organizational Change at Wrigley	299	(1)
Fundamentals of Changing an Organization	300	(2)
Defining Changing an Organization	300	(1)
Change Versus Stability	301	(1)
Factors to Consider When Changing an Organization	302	(2)
The Change Agent	302	(1)
Determining What Should Be Changed	303	(1)
How the Pros Do It: Determining What Should Be Changed at NASA	304	(1)
The Kind of Change to Make	305	(1)
Ethics and Social Responsibility: Social Responsibility Slowing Mazda's Production Change	305	(4)
Diversity Counts: McDonald's Corporation Is Changing the Way Employees Think About Disabled Workers	309	(4)
Individuals Affected by the Change	311	(1)
Evaluation of the Change	312	(1)
Change and Stress	313	(3)
Defining Stress	313	(1)
The Importance of Studying Stress	313	(1)
Managing Stress in Organizations	313	(3)
Virtuality	316	(2)
Defining a Virtual Organization	316	(1)
Degrees of Virtuality	316	(1)
The Virtual Office	316	(2)
Management Skills Portfolio	318	(6)
Understanding Management Concepts	318	(1)
Action Summary	319	(1)
Applying Management Concepts	320	(1)
Skills Exercises	320	(1)
Cases	321	(1)
VideoNet Exercise	322	(2)
Part Five Influencing	324	(154)
Influencing and Communication	324	(26)
Introductory Case: New Procter & Gamble Chief Uses Special Style of Communication	325	(1)
Fundamentals of Influencing	326	(3)
Defining Influencing	326	(1)
The Influencing Subsystem	326	(2)
Emotional Intelligence	328	(1)
The Global Arena: Corus and Regal Emphasizes Developing Emotional Intelligence of Organization Members in the United Kingdom	329	(1)
Communication	330	(8)
Interpersonal Communication	330	(7)
Interpersonal Communication in Organizations	337	(1)
How the Pros Do It: Improving Organizational Communication at Wal-Mart	338	(2)
Across Industries: Local Government---How David Bell Communicates with City Employees	340	(4)
Management Skills Portfolio	344	(6)
Understanding Management Concepts	344	(1)
Action Summary	344	(1)
Applying Management Concepts	345	(1)
Skills Exercises	345	(2)
Cases	347	(1)
VideoNet Exercise	348	(2)
Leadership	350	(30)
Introductory Case: Carly Fiorina: Hired and Fired at Hewlett Packard	351	(1)
Defining Leadership	352	(1)
Leader Versus Manager	352	(1)
The Trait Approach to Leadership	353	(1)
Ethics and Social Responsibility: Ethics Controversy Costs American Airlines Leader a Job	353	(1)
The Situational Approach to Leadership: A Focus on Leader Behavior	354	(3)
Leadership Situations and Decisions	355	(2)
Information Today: Cisco Uses Online Learning to Influence ``Forces in Managers''	357	(5)
Leadership Behaviors	361	(1)
How the Pros Do It: Cathleen P. Black's Leadership Skill at The Hearst Corporation	362	(7)
Leadership Today	369	(5)
Transformational Leadership	370	(1)
Coaching	370	(1)
Superleadership	371	(1)
Servant Leadership	372	(1)
Entrepreneurial Leadership	373	(1)
Management Skills Portfolio	374	(6)
Understanding Management Concepts	374	(1)
Action Summary	374	(1)
Applying Management Concepts	375	(1)
Skills Exercises	375	(1)
Cases	376	(2)
VideoNet Exercise	378	(2)
Motivation	380	(24)
Introductory Case: Bristol-Myers Squibb Stresses Motivation in Internet Implementation	381	(1)
The Motivation Process	382	(6)
Defining Motivation	382	(1)
Process Theories of Motivation	382	(3)
Content Theories of Motivation: Human Needs	385	(3)
How the Pros Do It: Achievement Skill at General Electric	388	(1)
Motivating Organization Members	389	(3)
The Importance of Motivating Organization Members	390	(1)
Strategies for Motivating Organization Members	390	(2)
Across Industries: Pharmaceuticals: Eli Lilly and Company Benefits from Job Rotation	392	(2)
Diversity Counts: Managers Must Do Better in Enriching Jobs of Older Workers	394	(5)
Management Skills Portfolio	399	(5)
Understanding Management Concepts	399	(1)
Action Summary	399	(1)
Applying Management Concepts	400	(1)
Skills Exercises	400	(1)
Cases	401	(1)
VideoNet Exercise	402	(2)
Groups, Teams, and Corporate Culture	404	(26)
Introductory Case: Teamwork Builds Success at Xerox	405	(1)
Groups	406	(1)
Kinds of Groups in Organizations	406	(7)
Formal Groups	406	(6)
Informal Groups	412	(1)
Managing Work Groups	413	(3)
Determining Group Existence	413	(2)
Understanding the Evolution of Informal Groups	415	(1)
Teams	416	(2)
Groups Versus Teams	416	(1)
Types of Teams in Organizations	416	(2)
Diversity Counts: Building Diverse Flight Teams Benefits Continental Airlines	418	(3)
Stages of Team Development	418	(1)
Team Effectiveness	419	(2)
Trust and Effective Teams	421	(1)
How the Pros Do It: Team-Building Skills at Pfizer	421	(1)
Corporate Culture	422	(2)
Status Symbols	422	(1)
Traditions and History	423	(1)
Physical Environment	423	(1)
The Significance of Corporate Culture	423	(1)
Across Industries: Airlines---Building Corporate Culture at Southwest Airlines	424	(1)
Management Skills Portfolio	425	(5)
Understanding Management Concepts	425	(1)
Action Summary	425	(1)
Applying Management Concepts	426	(1)
Skills Exercises	427	(1)
Cases	427	(2)
VideoNet Exercise	429	(1)
Understanding People: Attitudes, Perception, and Learning	430	(22)
Introductory Case: Changes at Circuit City: A People ``Blindspot''?	431	(1)
What Are Attitudes?	432	(2)
How Beliefs and Values Create Attitudes	433	(1)
Attitude Surveys	434	(1)
Information Today: H.T.E. Uses the Internet to Study Employee Attitudes	434	(4)
How the Pros Do It: Surveying Attitudes at the Special Libraries Association	438	(1)
Perception	439	(3)
Perception and the Perceptual Process	439	(1)
Attribution Theory: Interpreting the Behavior of Others	440	(1)
Perceptual Distortions	441	(1)
Perceptions of Procedural Justice	442	(1)
The Global Arena: The Wide, Wide World of Cultural Perceptions	442	(2)
Learning	444	(3)
Operant Learning	444	(1)
Cognitive Learning	444	(1)
Learning Strategies	445	(2)
Management Skills Portfolio	447	(5)
Understanding Management Concepts	447	(1)
Action Summary	447	(1)
Applying Management Concepts	448	(1)
Skills Exercises	448	(1)
Cases	449	(1)
VideoNet Exercise	450	(2)
Encouraging Creativity and Innovation	452	(26)
Introductory Case: Creative Solutions at Hormel Foods	453	(1)
Creativity	454	(5)
Defining Creativity	454	(1)
Importance of Creativity in Organizations	454	(1)
Creativity in Individuals	455	(1)
Increasing Creativity in Organizations	456	(3)
Innovation	459	(1)
Defining Innovation	459	(1)
Information Today: Siemens Uses ShareNet to Encourage Creative Ideas	460	(2)
Linking Innovation and Creativity	460	(1)
The Innovation Process	461	(1)
Across Industries: Motorola Needs More New Products in the Telecommunications Industry	462	(2)
How the Pros Do It: Innovation Skill at Walt Disney World	464	(1)
Catalyst for Creativity and Innovation: Total Quality Management	465	(8)
Essentials of Total Quality Management (TQM)	466	(5)
Creative Ideas Based on TQM Expertise	471	(2)
Management Skills Portfolio	473	(5)
Understanding Management Concepts	473	(1)
Action Summary	473	(1)
Applying Management Concepts	474	(1)
Skills Exercises	475	(1)
Cases	475	(2)
VideoNet Exercise	477	(1)
Part Six Controlling	478	(86)
Principles of Controlling	478	(22)
Introductory Case: DaimlerChrysler Controls by Initiating Web-Based FastCar	479	(1)
The Fundamentals of Controlling	480	(5)
Defining Control	480	(1)
Defining Controlling	480	(5)
How the Pros Do It: Miller Takes Corrective Action at AOL TimeWarner	485	(3)
Types of Control	487	(1)
Diversity Counts: Best Western Uses Feedback Control for Diversity	488	(1)
The Controller and Control	488	(3)
The Job of the Controller	488	(1)
How Much Control Is Needed?	489	(2)
Power and Control	491	(1)
A Definition of Power	491	(1)
Total Power of a Manager	491	(1)
Steps for Increasing Total Power	491	(1)
Ethics and Social Responsibility: Power Pressures Workers to Disregard Ethics at WorldCom	492	(1)
Performing the Control Function	493	(3)
Potential Barriers to Successful Controlling	493	(1)
Making Controlling Successful	494	(2)
Management Skills Portfolio	496	(4)
Understanding Management Concepts	496	(1)
Action Summary	496	(1)
Applying Management Concepts	497	(1)
Skills Exercises	497	(1)
Cases	498	(1)
VideoNet Exercise	499	(1)
Production and Control	500	(32)
Introductory Case: Delta Focuses on Check-In to Build Productivity	501	(1)
Production	502	(1)
Defining Production	502	(1)
Productivity	502	(1)
Quality and Productivity	503	(1)
Information Today: Sallie Mae Uses the Internet to Improve Productivity	503	(1)
Ethics and Social Responsibility: Bridgestone/Firestone and Ford: Product Quality Triggers Social Responsibility Debate	504	(4)
Automation	506	(1)
Strategies, Systems, and Processes	507	(1)
Operations Management	508	(5)
Defining Operations Management	508	(1)
Operations Management Considerations	508	(5)
Operations Control	513	(6)
Just-in-Time Inventory Control	514	(1)
Maintenance Control	515	(1)
Cost Control	515	(1)
Budgetary Control	516	(1)
Ratio Analysis	517	(1)
Materials Control	518	(1)
How the Pros Do It: Inventory Control at J. C. Penney	519	(1)
Selected Operations Control Tools	520	(7)
Using Control Tools to Control Organizations	521	(1)
Inspection	521	(1)
Management by Exception	521	(1)
Management by Objectives	522	(1)
Break-Even Analysis	522	(3)
Other Broad Operations Control Tools	525	(2)
Management Skills Portfolio	527	(5)
Understanding Management Concepts	527	(1)
Action Summary	527	(1)
Applying Management Concepts	528	(1)
Skills Exercises	528	(1)
Cases	529	(1)
VideoNet Exercise	530	(2)
Information Technology	532	(32)
Introductory Case: Making ChangesWithout the Right Information at Coca-Cola?	533	(1)
Essentials of Information	534	(4)
Factors Influencing the Value of Information	534	(2)
Evaluating Information	536	(2)
Information Technology	538	(1)
The Information System (IS)	538	(1)
Diversity Counts: EDS Uses IT to Retain Female Employees	538	(1)
Describing the IS	539	(1)
The Global Arena: Armstrong Uses IS for Global Coordination	540	(3)
Establishing an IS	542	(1)
How the Pros Do It: Designing and Implementing an Effective Information System	543	(7)
Managing Information Systems	547	(3)
The Management Decision Support System (MDSS)	550	(2)
Across Industries: Utilities---CenterPoint Energy Uses Databases to Catalog Pipeline	552	(1)
Computer Networks	552	(7)
The Local Area Network	552	(1)
The Internet	553	(6)
Management Skills Portfolio	559	(5)
Understanding Management Concepts	559	(1)
Action Summary	559	(1)
Applying Management Concepts	560	(1)
Skills Exercises	560	(1)
Cases	561	(1)
VideoNet Exercise	562	(2)
Action Summary Appendix	564	(2)
Endnotes	566	(24)
Credits	590	(7)
Glossary	597	(11)
Name Index	608	(3)
Subject Index	611